session: past lessons and future shifts in public service delivery leadership for the...

Session: Past Lessons and Future Shifts in

Public Service Delivery LEADERSHIP FOR

THE TRANSFORMATIONAL GOVERNMENT Dr. Khalid Al-Yahya

Managing Director, Accenture Management Consulting – Middle [email protected]

25 -26 June 2013

UNITED NATIONS PUBLIC SERVICE FORUM WORKSHOP 7

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Hundreds of government reforms pursued the region in the last 10 years; some succeed! Why?

Clear vision and commitment from the top leadership (Dubai Government Excellence Program, SADAD in Saudi Arabia, One-Stop Shop in Cairo)

Engage all stakeholders early on in defining the problem and thinking about solutions

Internal and external communication

Implementation capabilities (financial, human, and technical resources) for all internal and external stakeholders

Engage and empower talent from within supplemented by resident experts

Enforcement and oversight agencies

Focus on small scope then scale up - organic evolutionary reform or rational technocratic Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013


Hundreds of government reforms pursued the region in the last 10 years; some succeed! Why?

Avoid conflict with the prevailing political culture head on with agendas that are too broad or threatening

Strategy to deal with opposition

Employ evidence and facts and benchmarking

Tactical flexibility in getting there—reforms that were bold in concept but cautious and careful implementation

Generate credibility early in the process (be transparent, accessible, quick wins)

Leadership behavior– Serve as a model for professional behavior (e.g., be the first and last in office)– put an end to nepotism and granting special favors to employees– While retaining their long-term strategic vision, successful leaders were also willing to “get their

hands” dirty in the details when necessary– Create strong leadership teams backed by talent and intellectual capital– De-link reforms from personalities in broader reformSource: Bachel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013


Two Paradigms of Government Transformation Rational/Technocratic Organic/Evolutionary

Context:

Works best in stable political and administrative environments with strong backing from senior officials, where political and bureaucratic resistance is manageable.

Planning & Design:

Systems driven. Proposed interventions are carefully planned in advance, often with the help of international experts, in a manner consistent with prevailing best practice. They are created to address problems and deficiencies in overall systems and institutions in a comprehensive manner with a specific fixed goal or endpoint.

Implementation:

Implementation is proactive and proceeds in well-structured phases consistent with an overall plan in a manner driven with time-bound targets and milestones.

Prototypical Reforms:

Those that require comprehensive and sustained implementation to be effective, such as the introduction of large IT systems or staff rationalization. Those that are relatively less constrained by time or financial constraints, where significant capacity exists to manage and coordinate a comprehensive agenda.

Context:

Works best in situations that are fluid and rapidly changing, where broader political support is weak or uncertain, and where political and bureaucratic resistance is high.

Planning & Design:

Problem driven. Initial interventions are designed to address immediate challenges and concerns, often related to broader political imperatives. The development of the reform agenda takes place on an ad-hoc and evolutionary basis, as efforts to solve specific problems create opportunities for or necessitate the resolution of others.

Implementation:

Implementation is often reactive to developments and pursues a course of “strategic opportunism,” taking advantage of opportunities that present themselves.

Prototypical Reforms:

Reforms that need to be implemented quickly under limited budget constraints. Reforms where staff capacity is constrained and the ability to manage large, complex projects is lacking. Reforms that can be implemented as one-off exercises or in discrete phases.

Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013


Potential Checklist

• Does strong political will exist for implementing changes at the highest levels of government?

• Is the political and administrative environment stable?• Do the proposed reforms need to be implemented in their entirety for them to

be effective?• Does the managerial capacity exist to pursue a large integrated agenda, and do

well-functioning coordination mechanisms exist?• Have detailed strategic and operational plans been developed for

implementation?• Have major problems been properly identified and prioritized?• Does a clear understanding exist of relationship between the proposed

institutional fixes and the broader concerns they are intended to solve?• Does senior leadership have a sophisticated grasp of the political and

administrative dynamics, threats and opportunities confronting their agency on a real-time basis, and the skill and gravitas to take reforms forward?

• Can the organization move quickly to take advantage of opportunities that present themselves?Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013


Navigating Future Shifts – Global Outlook

• The fundamental gaps between what governments want to achieve and what they can achieve with public service will galvanize government leaders to decisive actions.

• To test the thinking, Accenture undertook a far-reaching research program, surveying 5000 citizens worldwide and tapping into the knowledge of respected experts in 10 countries, to try and quantify the impact if governments continue public service provision as is.

• The results of the modeling show that all governments will face a short-fall in funding in 2025 to meet the socio-demographic driven demand projections if they do not change how public services are delivered.


Citizens’ Priorities for Government

• The citizen survey of 5,000 citizens across ten countries displays citizens 'satisfaction levels, key areas for government attention, quality of access to government services and perceptions of public employee skill levels

• Source: Ipsos MORI, 2012.


Four structural shifts can help governments deliver more effective, sustainable public service outcomes

8

Insight Driven

Mission Productivity

Personalized Services

Public Entrepreneurship

PSF EALA

•From Public Managers to Public Entrepreneurs: using the machinery

of government to stimulate economic outcomes and collaborating in new

ways across and outside public service boundaries to multiply the

impact of governments’ investments..

•From Standardized Services to Personalized Services: designing services in partnership with citizens—and delivering them in

integrated ways to provide exactly what’s needed, when needed, in the most appropriate manner .

•From Budget Cuts to Mission Productivity: broad and

integrated thinking to better prioritize and manage initiatives, to restructure programs so as to

eliminate the duplication of fragmented delivery and to

leverage the considerable scale and assets of government as a

whole.

•From Reactive to Insight Driven: using new technologies and new models of collaboration to problem-solve proactively, reducing wasted effort and costs and improving the results

achieved.


The Structural Shift: From Standardized Services to Personalized Services

The shift to personalized services implies designing services in partnership with citizens—and delivering them in integrated ways to provide exactly what’s needed, when needed, in the most appropriate manner.

More personalized service drives better outcomes at sustainable costs.

Requirements

• Develop deeper, data-driven insights.

• Design around citizen needs.

• Engage citizens in service design.

• Improve delivery networks.

• Integrate across agencies/networks.


The Structural Shift: From Reactive to Insight Driven

The shift to insight driven implies using new technologies and new models of collaboration to problem-solve proactively, reducing wasted effort and costs and improving the results achieved.

Becoming insight driven addresses public service productivity from both sides—reducing costs and improving the outcomes themselves.

Requirements

• More assured identity systems.

• Greater collaboration and cooperation across systems.

• Anticipate and apply proactive measures.


The Structural Shift: From Public Managers to Public Entrepreneurs

The shift to public entrepreneurship implies using the machinery of government to stimulate economic outcomes and collaborating in new ways across and outside public service boundaries to multiply the impact of governments’ investments.

By putting in place an environment that enhances the conditions for entrepreneurship, economies can harness future waves of growth in the global economy.

Requirements

• Improved procurement.

• Greater access to government data.

• Greater use of technology.

• Increased diversity of new public service models.


The Structural Shift: From Budget Cuts to Mission Productivity

The shift to mission productivity implies broad and integrated thinking to better prioritize and manage initiatives, to restructure programs so as to eliminate the duplication of fragmented delivery and to leverage the considerable scale and assets of governments as a whole.

Making a structural shift from focusing on piecemeal efficiency initiatives to a focus on driving productivity to its core will help governments deliver better outcomes for the same or lower cost.

Requirements

Active governance through…

• Prioritization.

• Performance management.

• Core mission restructuring.

• Operationally excellent administration.

• Leveraging the scale of government.

• Leveraging existing assets.

session: past lessons and future shifts in public service delivery leadership for the...

Documents

strong leadership teams

public sector reform

careful implementation

sustained implementation

quick wins leadership

manner consistent

comprehensive manner

prototypical reforms